Belonging to Breathe: How Group Identity Shapes NHS Staff Engagement with Mindfulness

When Mindfulness Becomes a Badge We Wear at Work

Mindfulness isn’t just a personal habit; in busy healthcare settings, it can feel like a badge of who you are. Are you one of the “mindful people”? Do you belong with them? This question sits at the heart of the research paper A qualitative exploration of NHS-staff social identification with mindfulness in-groups and engagement with mindful practices. The study listened to twenty NHS staff from three Trusts and used in‑depth interviews to unpack how social identification—seeing oneself as part of a mindfulness “in‑group”—shapes whether people engage with mindful practices at work and beyond.

Why it matters: healthcare staff are often encouraged to use mindfulness to manage stress and enhance care. But simply offering a course is not enough. The study shows that how people feel about the “mindfulness crowd” influences whether they actually practice. Many participants felt a strong pull toward mindfulness values—presence, compassion, non‑judgment—yet also reported discomfort about being seen as “that type of person.” In other words, identity can both open and close the door to practice.

The researchers found that identification with mindfulness in-groups was rich, fluid, and sometimes conflicted. Staff described boosts in psychological engagement—interest, intent, and a sense that mindfulness “fits me”—tempered by dissonance about their current physical engagement, meaning regular, observable practice. They also described how healthcare identity and mindfulness identity can complement one another—aligning ethical values—or clash with the culture of relentless pace and stoicism. This work reframes mindfulness in the NHS as a social process, not just a solo skill.

What Staff Said About Belonging, Stigma, and the Gap Between Values and Practice

Participants often used identity language: “my people,” “not for someone like me,” or “I’m not woo‑woo.” Many resonated with the idea of mindfulness, reporting that it matched their caring identity and clinical goals. For example, a senior midwife described a “laser focus” during complex births after a short breathing pause, aligning mindfulness with professional excellence. This reflects strong psychological engagement—valuing the practice and intending to use it.

Yet numerous staff admitted irregular or minimal practice. A junior doctor shared that she kept a mindfulness app on her phone but hid the notification during ward rounds, worried colleagues would see it as indulgent. Others felt guilty about “failing” to do 20‑minute sessions. The result is a common tension: people believe mindfulness fits their values but struggle to make it visible and regular.

How others see mindfulness mattered. Some spoke about quiet in-groups—colleagues who “get it” and swap tips or take a mindful minute before meetings. These communities gave encouragement and made short micro-practices (like three mindful breaths before handing over a patient) feel normal. Conversely, when mindfulness was perceived as a niche hobby or a management fad, staff hesitated. A paramedic described feeling that “mindfulness is for office people,” signaling an out-group boundary that discourages participation.

Language and culture played a key role. Framing mindfulness as a performance booster or a duty created pressure; framing it as a practical skill and a shared value felt inviting. When leaders modeled brief, realistic practices and protected short pauses, engagement rose. When time pressures, skepticism, or jokes about being “Zen” were common, engagement dropped.

Group Identity, Not Just Grit: Rethinking Mindfulness Through a Social Lens

This study’s big idea is that belonging drives behavior. Classic social identity theory suggests that we take cues from groups we identify with, adopting their norms and practices. This research shows that NHS staff do the same with mindfulness: if “people like me” are seen practicing, and if the practice aligns with our shared values, engagement increases. If the practice signals a separate tribe—“the mindful types”—or clashes with local norms (speed, stoicism, constant availability), engagement weakens.

Compared with past mindfulness research focused on individual outcomes (less stress, better attention), this study spotlights the social context. It aligns with “social cure” findings in psychology—that supportive group identities protect mental health. Here, the “cure” isn’t mindfulness alone; it’s mindfulness embedded in a community that shares and normalizes it. Staff described small moments of collective practice (a minute of quiet before handover) as more powerful than solitary app sessions because they shifted the group norm.

The study also highlights a common motivational trap: high psychological engagement but low physical engagement. People felt committed in principle yet struggled to practice regularly, creating dissonance or guilt. Identity dynamics help explain this. If mindfulness is moralized (“good clinicians practice”) or performative (“show you’re resilient”), lapses feel like failure. If it’s framed as flexible, skills-based, and allowed to be imperfect, staff are more likely to keep trying.

Finally, the interplay of identities matters. Many participants felt that “healthcare self” and “mindful self” complemented each other—both value compassion, presence, and non‑judgment. But in fast, high-stakes environments, taking a mindful pause can signal being less tough or less available. This clash suggests that interventions should not only teach techniques but also reshape local norms so that pausing is seen as part of good care, not a luxury.

From Posters to Practice: Designing Mindfulness That People Want to Join

– Build inclusive in-groups: Recruit peer champions from diverse roles—nurses, porters, doctors, admin—so mindfulness feels like “us,” not “them.” Rotate who leads a one‑minute pause at the start of meetings to normalize participation across ranks.

– Make practices visible and small: Embed micro-practices into handovers, debriefs, and pre‑procedure checks. For example, three shared breaths before a safety briefing. Visibility shifts norms without demanding long sessions.

– Protect short pauses: Schedule protected 2–5 minute mini‑breaks during shifts. When time is officially sanctioned, stigma drops and physical engagement rises.

– Use values‑based framing: Tie mindfulness to core NHS values—safe care, compassion, clarity under pressure—rather than self-optimization. This supports identity fit and reduces the sense of a wellness “add‑on.”

– Normalize imperfection: Trainers should emphasize “good‑enough” practice. Celebrate micro‑wins and lapses as part of learning. This reduces guilt when psychological commitment outpaces behavior.

– Mind your language: Avoid jargon and spiritual stereotypes that create an out-group. Use plain terms like “focus,” “steadying the breath,” and “reset.” Offer quiet spaces and app access without making them status symbols.

– Co‑design with staff: Invite staff to shape how, when, and where practices happen. Local ownership strengthens social identification and makes routines realistic for different teams.

– Model from the top, don’t mandate: Leaders can open meetings with brief pauses and protect time, but avoid making mindfulness compulsory or a performance metric. Belonging thrives on invitation, not pressure.

The Takeaway: Build Belonging, Not Just Programs

The study behind A qualitative exploration of NHS-staff social identification with mindfulness in-groups and engagement with mindful practices makes a clear point: engagement rises when mindfulness feels like part of “who we are” together, and it falters when it feels like a niche identity or a test of character. The path forward is social as much as psychological—create inclusive, values‑aligned communities where short, shared practices are normal and lapses are expected. If you’re building a mindfulness offer, ask: How can we help people feel they belong to this, rather than feel they have to prove they are this? The answer may matter more than any single technique.

Data in this article is provided by PLOS.

Tagged Allied health care professionals, Emotions, Health care, Health care providers, Mental health and psychiatry, Personality, Psychological attitudes, Psychological stress, Social psychology, Social theory, Sociology